COVER STORYPhilippine <strong>Airlines</strong> (PAL)president, Jaime Bautista,has dragged the airline fromthe depths of bankruptcy tofinancial health and industryrespectability. Its latest financialyear, with net profits rising ahefty 63% to US$28.7 million,represents its best result in overa decade. TOM BALLANTYNEtalked to Bautista about the nextphase of the PAL revival story.PAL pulls outall the stopsOfficially, it will be 2012before Philippine <strong>Airlines</strong>is out of rehabilitation.That is when it handsover the final paymentand clears the massive US$2.3 billion debtit had amassed by 1998, when it plungedinto bankruptcy and closed its doors for 14days. But, according to PAL president JaimeBautista, now that the carrier has fought itsway back to liquidity, that day has, in effect,already arrived.“We are up to date with the payment of allour obligations,” said Bautista. “Out of theoriginal $2.3 billion that we restructured, wehave paid almost $1.3 billion. So, with halfour debts already paid, we owe our creditorsa little over a billion dollars and that will bepaid over the next six years.”Astute management and intensive reformshave transformed PAL into a nimbler, moreefficient and customer-focused airline as itcontinues to overhaul its operations underthe watchful eye of an official receiver. It hasimproved schedule reliability and on-timeperformance, slashed costs and dramaticallyimproved its balance book.Now it plans to modernize its fleet, furtherenhance service products and systemsand push into new markets. “We are on theright track and we have something to build ongoing forward,” said 49-year-old Bautista.One of Asia’s oldest airlines – foundedon March 15, 1941 – PAL has had a rollercoasterride since operating the first flight byan Asian carrier across the Pacific in 1946and the first service to Europe by a SoutheastAsian airline, in 1947.PAL has plumbed the depths, now itis back revitalised and ready to tackle thefuture.Reaching this point has not been easy, butBautista is proud that he was able to keep apromise made to PAL majority shareholder,tobacco tycoon Lucio Tan, when the airlinereached agreement with creditors on arehabilitation plan in late 1998 when he waschief financial officer.They insisted Tan inject $200 millionto back it. Bautista told his boss the moneyPhilippine <strong>Airlines</strong> presidentJaime Bautista: PAL is onthe right track and now hassomething to build onwould never be needed. And he was right.“I am happy to say the $200 million hasnever been touched by Philippine <strong>Airlines</strong>,”he said. “In the first year of the rehabilitationplan we were expecting losses, but wereported a meagre income, a few millionpesos. Since then there have only been two26 ORIENT AVIATION February 2007
years when we have lost money; 2001 inthe aftermath of 9/11 and 2003 because ofSARS.”Bautista splits his own involvement withPAL into three phases. “The first was postprivatizationand pre-restructuring. Thatwas from 1993, when I joined PAL, until1999 when we were losing money. The nextphase was post-restructuring, from 1999 tothis year. The third phase? I would call itsustained growth and profitability and weare beginning that phase now.”Among items on the agenda are fleetrenewal and expansion, as well as amuch-needed upgrading of inflight serviceofferings and entertainment systems. Therewill also be network expansion and, critically,a continuation of focus on corporatediscipline, a relentless drive for efficiencies,attacking costs and further strengthening ofthe company’s financial position.Last year’s healthy income – $28.7 millioncompared with the previous years’ $17.6million came on revenues that grew 15% to$1.24 billion – was a turning point. Drivenby strong performances by both passengerand cargo businesses, it was the best resultsince PAL last reported a surplus exceeding$20 million in 1993, when it booked $40.5million.Virtually all key performance indices,in the year ended March 31, includingthose measuring capacity, traffic carriageand load factor, improved year-on-year,buoyed by economic recovery in PAL’sbiggest markets: the Philippines, the U.S.and <strong>Japan</strong>. It also made inroads in boomingnew markets, such as China. Last November,the carrier launched services to Beijing, itsthird point on the mainland after Guangzhouand Xiamen.In the current year, Bautista expects tocome close to matching the 2006 result. “Itmay be a little below because of increasedfuel prices, but in terms of revenue it will begrowth, to perhaps more than $1.2 billion.”The only thing holding PAL back rightnow is lack of capacity. With its A340s flying15 to 16 hours a day and its B747s nearly14 hours, it has one of the highest aircraftutilization rates in the industry. It needs moreaircraft to increase existing frequencies andadd new destinations in the U.S., India and,probably, Europe.Bautista has already moved to resolvethe issue. Late in 2006, he signed a purchaseagreement with Boeing for two B777-300ERsfor delivery in 2010, with options on anothertwo for delivery in 2011. In addition, he hassigned a Letter of Intent with GECAS forthe lease of two more B777-300ERs, to bedelivered in 2009.Currently PAL operates a fleet of 32 aircraft– five B747s, four A340s, eight A330s,11 A320/A319s and four B737s. AnotherA319 will arrive in May. “We are lookingat a fleet of around 40 in four or five years’time. That takes into account retirements. Wewill have 20 A319 and A320s, eight A330s,four A340s, four B747s plus at least fourB777s,” he said.The plan is to use the additional capacityto dramatically increase penetration in theNorth American market. Services to LosAngeles and San Francisco (currently nineand eight services a week respectively)will be raised to double daily. Flights toVancouver will increase from four a weekto daily. The Canadian service also operatesthrough to Las Vegas, but Bautista wantsthe additional flights to continue to SanDiego, adding another U.S. destination tothe network.“There is a clamour from the Filipinocommunity for PAL to fly to San Diego,”he said. “Right now, passengers from therehave to take maybe a small aircraft to LosAngeles, or a bus, to connect with our LAflight. There is a big Filipino community inSan Diego.”On the agenda as well are daily flights to‘Our [domestic] competitors areoffering very cheap fares. Theyare trying to buy the market.In spite of that our passengernumbers keep on growing.’Jaime BautistaBeijing and Xiamen, up from four and fiveweekly at present. Additional capacity intoAustralia is being considered, as well as newflights to India. “We don’t fly there now, butwe have landing entitlements to sevendestinations,” said Bautista. “Obviously,it is a huge growth market and right nowthere are no direct flights between Manilaand India. People have to go via Singapore,Hong Kong or Bangkok.”A possible return to Riyadh in SaudiArabia is also being reviewed. Once a strongplayer in the Gulf region, PAL has reduced itspresence in the last decade, dropping Dubaiand Jeddah in 1998, then Dammam in 2001.Finally, in March 2006, it dropped Riyadhin the face of a massive oversupply of seatsin the market. It now code-shares on routesto the Middle East with Qatar Airways,PAL plans a mixed Airbus and Boeing fleettotalling 40 aircraft within five yearsEmirates Airline and Gulf Air.Flights to Europe remain under review.Bautista said the problem was not only lackof aircraft, but the cost of operations. Overthe last four years, four European carriersoperating direct flights between Manila andEuropean capitals have either stopped orreduced services: British Airways in 2002,Swiss International in April 2004, Air Francein November 2004 and Lufthansa German<strong>Airlines</strong> in April 2005. But it remains a toughroute to service successfully.“There is a still lot of competition. Faresare very low and cost of operations is veryhigh to Europe. If conditions improve andwe were able to charge higher fares and iffuel prices go down, perhaps we can considerflying to Europe. Our preferred destinationswould be London or Frankfurt, but right nowwe don’t really have additional capacity,” hesaid.February 2007 ORIENT AVIATION 27